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11
Careers and Career Management
McGraw-Hill/Irwin
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Introduction (1 of 2)
Career development is important for companies to create and sustain a continuous learning environment The biggest challenge companies face is how to balance advancing current employees careers with simultaneously attracting and acquiring employees with new skills The growing use of teams is influencing the concept of careers
e.g., project careers
2005 The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
11 - 2
Introduction (2 of 2)
Changes in the concept of career affect:
employees motivation to attend training programs
the outcomes they expect to gain from attendance their choice of programs how and what they need to know
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From the companys perspective, the failure to motivate employees to plan their careers can result in:
a shortage of employees to fill open positions lower employee commitment inappropriate use of monies allocated for training and development programs
McGraw-Hill/Irwin
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From the employees perspective, lack of career management can result in:
frustration feelings of not being valued by the company being unable to find suitable employment should a job change be necessary due to mergers, acquisitions, restructuring, or downsizing
McGraw-Hill/Irwin
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Career resilience the extent to which employees are able to cope with problems that affect their work Career insight involves:
how much employees know about their interests, skill strengths, and weaknesses the awareness of how these perceptions relate to their career goals
Career identity the degree to which employees define their personal values according to their work
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.
11 - 8
What Is A Career?
Traditional Career
Sequence of positions held within an occupation Context of mobility is within an organization Characteristic of the employee
Protean Career
Frequently changing based on changes in the person and changes in the work environment Employees take major responsibility for managing their careers Based on self-direction with the goal of psychological success in ones work
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.
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McGraw-Hill/Irwin
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SelfAssessment
Reality Check
Goal Setting
Action Planning
McGraw-Hill/Irwin
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Self-Assessment
Use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies Often involves psychological tests
Reality Check
Information employees receive about how the company evaluates their skills and knowledge and where they fit into company plans
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.
11 - 13
Goal Setting
The process of employees developing short- and longterm career objectives Usually discussed with the manager and written into a development plan
Action Planning
Employees determining how they will achieve their short- and long-term career goals
McGraw-Hill/Irwin
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Manager
Company
HR Manager
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.
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Appraiser
Advisor
Referral agent
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